Scope management_Infrastructure Engineering and Management (2170611) (Semester-7), Civil Engineering
- 1. Prepared By Prof. Ashish Makwana Civil Engg. Dept. Prof. Ashish Makwana 1
- 2. PRESENTATION OUTLINE… Project Scope Management – Initiation – Scope planning – Scope definition – Scope verification – Scope change control Prof. Ashish Makwana 2
- 3. ABOUT SCOPE MANAGEMENT • Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Prof. Ashish Makwana 3
- 4. PROJECT SCOPE MANAGEMENT PROCESSES • Initiation – authorizing the project or phase. • Scope Planning – developing a written scope statement as the basis for future project decisions. • Scope Definition – subdividing the major project deliverables into smaller, more manageable components. • Scope Verification – formalizing acceptance of the project scope. • Scope Change Control – controlling changes to project scope. Prof. Ashish Makwana 4
- 5. In the project context, the term scope may refer to: • Product scope – the features and functions that characterize a product or service. • Project scope – the work that must be done to deliver a product with the specified features and functions. Prof. Ashish Makwana 5
- 6. INITIATION • Initiation is the process of formally authorizing a new project or that an existing project should continue into its next phase. a. Inputs to Initiation b. Tools and Techniques for Initiation c. Outputs from Initiation Prof. Ashish Makwana 6
- 7. Projects are typically authorized as a result of one or more of the following: o Market demand o Business need o Customer request o Technological advance o Legal requirement o Social need Prof. Ashish Makwana 7
- 8. a. INPUTS TO INITIATION Product description • The product description will generally have less detail in early phases and more detail in later ones as the product characteristics are progressively elaborated. Strategic plan • All projects should be supportive of the performing organization’s strategic goals – the strategic plan of the performing organization should be considered as a factor in project selection decision. Prof. Ashish Makwana 8
- 9. Project selection criteria • Project selection criteria are typically defined in terms of the merits of the product of the project and can cover the full range of possible management concerns. Historical information Historical information about both the results of pervious project selection decisions and previous project performance should be considered to the extent that it is available. Prof. Ashish Makwana 9
- 10. b. TOOLS AND TECHNIQUES FOR INITIATION Project selection methods • Project selection methods involve measuring value or attractiveness to the project owner. • Project selection methods include considering the decision criterion (multiple criteria, if used, should be combined into a single value function) and a means to calculate value under uncertainty. Prof. Ashish Makwana 10
- 11. Expert judgement • Expert judgement will often be required to assess the inputs to this process. • Expertise may be provided by any group or individual with specialized knowledge or training, and is available from many sources including: o Other units within the performing organization o Consultants o Stakeholders, including customers o Professional and technical associations o Industry groups Prof. Ashish Makwana 11
- 12. c. OUTPUTS FROM INITIATION Project charter • A project charter is a document that formally authorizes a project. It should include, either directly or by reference to other documents: • The business need that the project was undertaken to address. Project manager Identified / assigned • The project manager should always be assigned prior to the start of project plan execution and preferably before much project planning has been done. Prof. Ashish Makwana 12
- 13. Constraints • Constraints are factors that will limit the project management team’s options. • For example, a predefined budget is a constraint that is highly likely to limit the team’s options regarding scope, staffing, and schedule. Assumptions • Assumptions are factors that, for planning purposes, are considered to be true, real, or certain. Prof. Ashish Makwana 13
- 14. SCOPE PLANNING • Scope planning is the process of progressively elaborating and documenting the project work (project scope) that produces the product of the project. a. Inputs to Scope Planning b. Tools and Techniques for Scope Planning c. Outputs from Scope Planning Prof. Ashish Makwana 14
- 15. a. INPUTS TO SCOPE PLANNING • Product description • Project Charter • Constraints • Assumptions Prof. Ashish Makwana 15
- 16. b. TOOLS AND TECHNIQUES FOR SCOPE PLANNING • Product analysis • Benefit / cost analysis • Alternative Identification • Expert judgement Prof. Ashish Makwana 16
- 17. c. OUTPUTS FROM SCOPE PLANNING • Scope statement • Supporting detail • Scope management plan Prof. Ashish Makwana 17
- 18. SCOPE DEFINITION • Scope definition involves subdividing the major project deliverables into smaller, more manageable components to: • Improve the accuracy of cost, duration, and resource estimates. • Define a baseline for performance measurement and control. • Facilitate clear responsibility assignments. Prof. Ashish Makwana 18
- 19. a. INPUTS TO SCOPE DEFINITION • Scope statement • Constraints • Assumptions • Other planning outputs • Historical Information Prof. Ashish Makwana 19
- 20. b. TOOLS AND TECHNIQUES FOR SCOPE DEFINITION • Work breakdown structure templates • Decomposition Prof. Ashish Makwana 20
- 21. c. OUTPUTS FROM SCOPE DEFINITION • Work breakdown structure • Scope statement updates Prof. Ashish Makwana 21
- 22. SCOPE VERIFICATION • Scope verification is the process of obtaining formal acceptance of the project scope by the stakeholders (sponsor, client, customer, etc.). • It requires reviewing deliverables and work results to ensure that all were completed correctly and satisfactorily. Prof. Ashish Makwana 22
- 23. a. INPUTS TO SCOPE VERIFICATION • Work results • Product documentation • Work breakdown structure • Scope statement • Project plan Prof. Ashish Makwana 23
- 24. b. TOOLS AND TECHNIQUES FOR SCOPE VERIFICATION Inspection – • Inspection includes activities such as measuring, examining, and testing undertaken to determine whether results conform to requirements. Prof. Ashish Makwana 24
- 25. c. OUTPUTS FROM SCOPE VERIFICATION • Formal acceptance: Documentation that the client or sponsor has accepted the product of the project phase must be prepared and distributed. Prof. Ashish Makwana 25
- 26. SCOPE CHANGE CONTROL • Scope change control is concerned with: – a) influencing the factors that create scope changes to ensure that changes are agreed upon, – b) determining that a scope change has occurred, and – c) managing the actual changes when and if they occur. Scope change control must be thoroughly integrated with the other control processes (schedule control, cost control, quality control). Prof. Ashish Makwana 26
- 27. a. INPUTS TO SCOPE CHANGE CONTROL • Work breakdown structure • Performance reports • Change requests • Scope management plan Prof. Ashish Makwana 27
- 28. b. TOOLS AND TECHNIQUES FOR SCOPE CHANGE CONTROL • Scope change control • Performance measurement • Additional planning Prof. Ashish Makwana 28
- 29. c. OUTPUTS FROM SCOPE CHANGE CONTROL • Scope changes • Corrective action • Lessons learned • Adjusted baseline Prof. Ashish Makwana 29
- 30. THANK YOU Prof. Ashish Makwana 30